Become A “Sales Consultant”

Become A Sales “Consultant” and Take the Hard Sell out of Selling.

Sales force unite! It’s time to put to rest all the ugly sales stereotypes we have heard for years. Labels like “con artist,” “pushy,” and “one-sided” simply don’t hold true for the majority of individuals whose common traits are quite redeeming. Assertive, creating and caring are much more fitting descriptions of salespeople.

The stereotypical hard seller is becoming a thing of the past. It’s time we thought of ourselves as consultants, advisors who prosper and derive personal satisfaction as well as financial success by meeting the needs of our clients. In the words of a very successful colleague, “The hard sell turns me off, to say nothing of how my clients feel. I think people are smart enough to know what they need and want.”

A Different Approach

A sales consultant answers the question, “How can I apply my strengths to satisfy customers’ needs?” In the words of Debra Turner, a top marketing executive for DHL Courier Co., a sales consultant “asks questions, they listen, they see, understand, and move their products, services and ideas into place to meet the goals of their clients.” Ultimately, discovering ways to serve people becomes the main concern. If the job is done right, you don’t have to “sell.”

Consulting leads you to assess and resolve the problems of your clients. Therefore, you must know your market. A sales consultant capitalizes on every opportunity to learn the product, market trends, clients’ industries and other pertinent information. Education in the form of trade magazines and seminars is a continuous investment.

According to Tim Hardy, account manager for XL Datacomp, Los Angeles, CA, “A lot of people in sales make the mistake of knowing just a little bit more than their clients do about the product.” This is short sighted. Assume that your clients have knowledgeable friends! The more you know, the easier time you will have making sales because people will have faith in your words. “Knowledge is power!”

Consider your education a dual- purpose venture. You must study to be competitive but also to become passionate about your field of endeavor. Passion comes from knowing something so well that it becomes yours. Without passion, you can’t be consultative. In her book Selling on the Fast Track, Kathy Arronson, executive director of Sales Athlete, Beverly Hills, CA, expresses passion in finding educated solutions for her clients.

“The ability to solve problems creatively comes first from preparing yourself thoroughly by gathering all the information available to help you reach your goal, then by sorting or editing that information and using it to develop a fresh idea that best fits the needs of your clients’ prospects. If you do this, you’ll find that the fun of work is solving problems.

At JPA International, Inc. we feel that the consultative orientation sheds positive light on the seller throughout the entire selling process. Buyers don’t want to be intimidated or pressured into spending money on something they don’t need. They want to be listened to and advised on how to come out ahead. The best way to show you care is to listen—a consultant never forgets this.

In the final analysis, a sales consultant meets with success for being the kind of seller who knows his or her business passionately, knows the virtue of his or her product, knows his or her customer and, most importantly, knows how to put all these together so that everybody wins!

Ask about our presentation of a five-part plan uses to sell services as an executive and leadership development consultant and coach. This is a step-by-step program. One step follows directly after the one before it.

Improving Employee Engagement and Loyalty

Do you work in employee management? How do you motivate employees to work harder? These three simple rules will help increase employee engagement.

1. First, you must be absolutely clear on the values and goals of your company.

If you don’t know these, then your first assignment is cut out for you. Until company heads know implicitly what they seek to accomplish, they cannot expect loyalty from their subordinates. No one follows an indecisive leader into battle, or on the job front. It is essential then that both employer and employee know and appreciate the company philosophy and goals. After your company objectives are securely in place, recruiting supportive employees and educating old ones becomes your next priority. You may find that you will need to let go of people who aren’t aligned with your newfound objectives.

“Bill,” a colleague of mine and president of a small brokerage firm, hired a man who was an extremely talented broker. Problems began to arise, however, when Bill noticed that “Glen” was not a team player. Glen didn’t support the direction Bill was taking the company and, as a result, Glen became apathetic to company matters. The other employees began taking sides, and eventually company morale diminished. Glen’s inability to follow Bill’s lead split the company in two and destroyed what Bill had worked hard to accomplish. The firm went under.

To avoid hiring someone who wouldn’t be my definition of a high-quality employee, I place a lot of weight on first impressions. When I am in the hiring process, I take note of whether a prospective employee is on time to our appointment. I want someone who displays responsible behavior right from the start. I also pay close attention to loose indications of loyalty: involvement in the interview, knowledge of the company for which they are interviewing, manner in which they talk about past employers, and reliability in keeping promises like “I will send you a copy of my resume today” or “I will call to set up a second interview for Tuesday.”

Company heads should diligently look for people who have strong work ethics and share enthusiasm about the company direction. This practice prevents excessive employee turnover and misplacement of people in jobs. It is important to continually clarify and reiterate company values and goals to employees. Executives of The Ford Motor Company utilized this knowledge a few years back to speed the company’s recovery process. Ford developed the motivational acronym MVGP that stands for “Mission, Values, and Guiding Principles.” MVGP spells out what Ford stands for, what it expects from its employees, and the level of quality to which it aspires. A copy of the MVGP plan was mailed to all Ford employees. The letters MVGP are plastered all over the walls of the corporate offices and over the walls of the automotive plants.

2. Apply specific feedback right after a task is accomplished.

Judy Komaki of Perdue University undertook a study touting the importance of feedback. According to Komaki, feedback specifically applied to activities right after they are done gives subordinates a feeling of purpose and as such, has a performance-enhancing effect. In contrast to Komaki’s findings, if communication only takes the form of instructions from the supervisor, subordinates often do the minimum to get by. When a job is well done, positive feedback from management encourages employees to “keep up the good work.” Years ago I worked as a consultant for a company that provided financial planning for middle-income families. Planners weren’t building clientele as quickly as market research indicated was possible. I identified the problem as one of low manager involvement. Managers weren’t giving planners specific feedback on their work and consequently, clear sales strategies and motivation were lacking. I instructed managers to first select particular skills for planners to develop and then monitor the results of the practiced skills. Monitoring resulted in an immediate increase in sales for the organization.

Employee involvement techniques such as participative decision-making, selfmanaging work teams, and suggestion systems raise morale and feelings of responsibility and involvement. Studies show that the larger a person’s stake in a company, the greater his level of loyalty. Communication encourages loyalty.

3. In order to increase employee engagement, all individuals, everyone in the organization, must work to achieve objectivity.

This applies to everyone, from the executive suite to the mail room. Objectivity is the gift of power bestowed upon employees by employers, enabling them to step outside the system for the purpose of accessing what’s wrong. If people are given the tools for attaining objectivity, they will seldom feel a loss of control over themselves and situations. An investment in seminars and literature to this effect will prove highly worthwhile.

Generally, employees in large companies are responsible for a fraction of the whole picture. Objectivity reminds them of the company goal, allowing these workers the insight to move forward. The dreaded disease of apathy often accompanies the feeling of ineffectiveness. If employees feel they can contribute, loyalty will be enhanced.

In summary:

• Employers can inspire loyalty in employees if three important factors are in place as discussed above. Loyalty hinges on the alignment of values between employee and employer. If an employee finds value in the company cause, he or she will naturally support it.

• Objectivity fosters feelings of effectiveness because it allows one to positively influence a situation. If an employee feels like a non-contributor, he or she has no perception of her worth in the company, no feeling of influence or purpose. He or she will atrophy, and the company will eventually lose this employee’s strength.

• Open communication is an extremely important ingredient for instilling loyalty. Constructive feedback keeps an employee posted on his or her relationship to the company works and as a result, he or she is likelier to take pride and responsibility in his or her actions and contributions.

Delegation: Why You Can’t Just Say “Go Do It”

There is a common belief when it comes to managing people—especially at the senior VP and executive levels—that the higher you are in your position, the less you actually need to provide any sort of hands-on management to your direct reports. The thinking goes something like this: You had to be bright and smart to get to this executive level. Similarly, the people who report to you directly must also be very smart, or they wouldn’t have gotten to their positions. Therefore, they should know their jobs, and you should rarely or never need to tell them what to do in very specific terms.

That’s the myth. Here’s the reality.

The level of involvement you need to provide when you assign a task does not depend on your job title or your ranking in your company. Rather, it depends on these three factors:

To what degree does this person have the skills and expertise needed to do the task?
To what degree are you confident that your perception of the person’s abilities is actually true?
To what degree does the person you have in mind agree with your own assessment?

Each time you delegate a task, you need to weigh these three factors and determine how involved you need to be. There is no one-size-fits-all.

The Five Levels of Delegation

Now, let’s clarify what it means to delegate, and then talk about why most managers are doing it wrong.

Researchers have delineated what I have come to call the five levels of delegation. Here they are:

The common perception is that as a top-level executive, you are supposed to primarily operate at levels 4 and 5. In fact, you may feel that it’s actually insulting to simply tell your people what to do—especially with detailed instructions—and expect them to do it. Well-intentioned consultants would say you are “micromanaging” and that is bad.

Furthermore, you may believe that the people who report to you want to take charge and be at level 5 as much as possible, even in the absence of sufficient information. (And often, this is true; some team members will be looking to make a good impression on you, while others will sincerely want to take a load off your shoulders.)

Unfortunately, delegating directly to level 4 or 5 often leads to breakdowns. This is especially true in today’s organizational culture, in which change and disruption are the norm. In an environment like this, it’s illogical to expect direct reports—no matter how competent they are—to become knights who go forth on their own, find the holy grail (without a map and maybe without even understanding what a grail is), and report back when they’re done. It never worked like that in the past, and it definitely does not work like that today.

Very often, people who get knighted go forth and do their best based on what they think the boss expected. Then, when they bring the results back to their boss, the boss says, “No—that’s not what I wanted.” They look bad, the boss is frustrated, and the blame game begins.

To avoid this scenario, you need to ask yourself: How badly do I really need this task that I’m delegating to be carried out perfectly? The more important the task is, the more you need to ensure that your direct reports truly have the skills, experience, and information they need to carry it out.

If the task is crucial, this means having a conversation with each person involved, asking lots of questions, and making sure that the person is capable of doing the job. Do NOT simply accept “Don’t worry, boss, I can do this.” This is what people think you want to hear, but it’s not what you need to hear.

Frequently, people won’t admit up front that they’re unprepared for a task because they’re afraid that they’ll get fired or they want to save face. Other times, people aren’t even aware that they’re lacking key skills or data (which is a dangerous—and these days, common—situation). This is why you can’t accept “I can do this” at face value.

It’s important for you to understand that every human being has blind spots, and the most dangerous ones are:

They think they know and they don’t
They don’t know what they don’t know.

Part of your job is to help the people under you identify and address their blind spots, without making them feel stupid. And part of their job is to be open to your masterfully helping them gain awareness of their own blind spots. Your ability to do this, and their ability to accept and learn, will increase tenfold the expertise that each of you have to offer.

Remember: Most people in the job market who get promoted fast have a narrow band of expertise in one area, but may have little or no knowledge outside of that area. Others are great generalists but have never actually gotten their hands dirty doing things that are relevant to today—not three years ago. When skills and experience are lacking, or your direct reports don’t know how to make good decisions (another skill that needs to be taught), you can delegate at level 5 until the cows come home, and it will keep coming back to bite you in you-know-where.

What’s more, your team, who only want to succeed and to help you succeed (assuming that you hired well, treat people with respect, and demonstrate your own competence) will become very demotivated when you keep saying “Jump,” they keep saying, “How high? We can and will do this!”, and then you’re disappointed in their results.

So don’t just say, “Do it.” If necessary, be ready to roll up your sleeves, get dirty, and really find out the details of what’s needed. How do you know when to delegate and levels 4 and 5? The answer is powerful: you and the team or other individual both agree with candor, and the results that you and the other(s) want show up.

Also, make it clear to your team that it’s their responsibility to be open with you—for instance, to say, “I’m not exactly sure what you want me to do,” or “This is what I plan to do step by step—is that what you want?” or “I have expertise in this and this, but THAT will be new to me—can we meet weekly and update?” Then reward their openness by giving them the support they need.

Delegating wisely + communicating well = success

Now, let’s circle back to my model of management, and look at it in relationship to another model by Michael Hyatt. Hyatt outlines these five levels of delegation on his blog:

Do exactly what I have asked you to do: Don’t deviate from my instructions, since I have researched the options and determined my preference.
Research the topic and report back: After we discuss it, I’ll tell you what I want you to do.
Research the topic: Outline the options with the pros and cons for each, and make a recommendation. If I agree, you can move forward with that approach.
Make a decision and then tell me what you did. I trust you to do the research, make the best decision you can, and then keep me in the loop.
Make whatever decision you think is best. No need to report back. I trust you.

While my model looks at the five different ways to delegate a task, Hyatt’s model looks at the issue from a different angle: It tells you how to communicate your expectations at each level so that your direct reports are absolutely clear on what you want.

When we put the two models together, here is what we get:

All stages of this model are empowering. When people don’t know what to do and you tell them, they’ll be grateful—and they’ll also be more likely to give you the results you want. When people know exactly how much and what type of input you need from them, they’ll be more efficient. When collaboration is indicated, a good dialogue will enable your team to make the best decisions possible. And when you conclude that a person or team truly is capable of handling a task without your input, you’ll avoid over-managing.

Delegating—and communicating your expectations clearly and smartly when you delegate—takes work. However, the payoff is huge. It will make your team respect you more, and vice versa. It will maximize your performance and minimize your costs. And it will ensure that despite change, disruption, and sometimes utter chaos, you will get the job done as efficiently and effectively as possible.

Does Your Coach Pass the Test

Does Your COACH Pass The Test

Assessments are a powerful tool in the business coach’s arsenal. Done correctly, they provide objective data and feedback that coaches can use to help clients identify opportunities for positive change. They can reveal both the big picture and personal idiosyncrasies that clients may need to either tone down or use to greater advantage. In the right hands, assessments can transform an individual or an entire corporation for the better.

However, done incorrectly—as they too often are—assessments can actually do more harm than good. That’s why prior to selecting a coach, you need to know some facts about the assessment process.

Start Here

First, let’s talk about what a test battery is. It means that your coach will conduct multiple assessments (more on this shortly). In selecting the most effective battery, a good coach will ensure that:

• Each assessment makes a clear contribution.
• Each assessment relates to the reasons why you desire coaching.
• Each assessment coordinates with the others, providing an in-depth understanding of your needs, strengths, and perceived weaknesses.

It’s very important to understand that not all assessments are alike. In fact, some have very little validation. One of the most popular assessments that organizations use today was vetoed for use in research and dissertations for this reason at the graduate school where I received my degree in industrial organizational psychology.

In addition, when it comes to conducting assessments, not all coaches are alike. I strongly believe that anyone using assessments needs to receive very thorough training—years of it, not just weeks or months. Coaches who lack this training will misuse even the best tests. In addition, they will be at the mercy of venders who promote worthless or even harmful assessments. Again, it isn’t enough for coaches to choose the most popular assessments, because some of the weakest and least statistically valid assessments are the most popular today.

Smart Assessments

Finally, even if an assessment is robust—meaning that its results are truly valid—coaches need to use it effectively. This includes:

• Clearly explaining the purpose and process of each assessment to clients beforehand.
• Describing the results of each assessment in language that clients can understand.
• Showing clients how to translate the findings into concrete, positive steps.
• Describing the strengths and limitations of each assessment so clients can give the results the proper weight.

Choosing A Coach

With these points in mind, how do you select a coach whose assessments will do good rather than harm? Here are two questions to ask up front:

1. Ask if the coach plans to use a customized test battery or merely administer one or two tests.

If a coach claims that a couple of assessments and an hour of information-gathering will be sufficient to develop an action plan, look for another coach. It takes at least four to five assessments for a coach to develop a well-rounded picture of a client.

In addition to asking how many tests the coach will administer, ask the purpose of each one. Also, ask how each assessment relates directly to your needs or your corporation’s needs.

2. Ask the coach what will happen after the assessments.

Too often, coaches provide the results of an assessment but offer little or no interpretation of these results. (One reason is that assessment reports can be very sophisticated, and many coaches themselves don’t fully understand them.) This is dangerous, because it means that the assessments won’t translate into insight and increased self-awareness. Instead, they have the potential to do serious damage.

In one case involving a Fortune 100 company, a coach gave a female senior executive a very powerful assessment. This woman, while definitely needing improvement in some areas, had worked extremely hard to pull herself up by her bootstraps and to succeed in a challenging job. However, her coach at the time interpreted the assessment results in a very superficial and negative way that left her feeling discouraged. The report itself was very murky, and a negative tone came through in it as well.

When I arrived later to gather information and conduct my own assessments, the woman was very nervous, and it took a great deal of effort on my part to persuade her to agree to go through the assessment process again. She was so pleased this time that she brought me the original assessment that caused her so much pain. I went through it carefully with her, tying it in with the feedback from my own battery of assessments. When she understood the whole picture—both her strengths and the beliefs and behaviors that might be getting in her way—she took ownership of the information. She’s now positive and confident, is clear on what she wants to achieve in her career, and is effectively grooming herself for those next steps.

In another case, a corporation brought in a psychologist and “expert” to assist a department troubled by infighting. The person’s solution was simply to give an assessment to everyone and then tell each participant, in front of the rest of the team, what they were doing right and wrong. There was no discussion on how to change their behavior to resolve differences positively; instead, the coach just got up and left.

The group was shell-shocked, and some members were devastated. Somehow, their top boss was referred to me, and after much debate about inviting a psychologist into their presence, they decided they were willing to try. Following my testing and feedback, the group went from hostile to eager to totally onboard, and the infighting ended. To this day, their now C-Suite-level boss and others from the same original team turn to me when they need to communicate delicate feedback or information, require team coaching, or are preparing for a restructuring.

What to Look For

Good coaches give feedback that is not just accurate and constructive, but also empathetic and insightful—especially when it involves perceived weaknesses. People are excited about learning more about themselves, but many are also nervous about exposing what they deem to be their weaknesses. When coaches give feedback properly, it allows clients to step outside themselves and view themselves as a whole entity. Good coaches discuss weaknesses as openly as strengths, because those very “weaknesses” often have contributed as much to a person’s success as what we call their strengths.

For instance, I have another client who is in a powerful position in a Fortune 500 company, making decisions that impact many other people at the global company. One assessment I gave this client was an emotional intelligence assessment called the MSCEIT. This test reveals how well clients perceive, use, understand, and manage their own emotions as well as the emotions of others. The assessment revealed that he was very weak in accessing and integrating emotion accurately. However, another sophisticated assessment I gave him allowed me to determine that he was highly ethical.

Earlier in his life, this man saw the damage that emotion can cause, and decided to stay focused on reasoning and analysis. This emotional detachment gave him the ability to steadfastly do what he and the corporation agreed was best for the organization as a whole, despite the emotional reactions of others. Combined with his high level of ethics, it allowed him to become very successful. However, it also led to problems. For instance, because he kept his emotions at arm’s length, other people frequently perceived him as doing the same thing to them. In addition, many perceived him as manipulative.

In our work now, we focus on how he can best show his ethical self and learn to experience and show compassion, while allowing others to see that he has no other agenda than doing what is best for the company. He is also learning how to be transparent in appropriate ways, which is encouraging others to do the same in return. It’s been fun and personally heartwarming to watch him unfold within himself and at the same time begin to read people and respond to them more accurately. He still meets with resistance, as his job is to institute major change, but people—including his boss—now better understand where he is coming from, and are joining forces to support him. In the process, they’re learning how to better embrace the disruptions that are necessary for everyone to grow.

Summary

Clearly, assessments can be a powerful tool for good—but only when the right person conducts them.

So don’t automatically assume that any coach and any assessment will do the job. Instead, seek out a coach who has years of training in using assessments, will custom-tailor a battery of well-validated assessments to your specific needs, and will translate the results into practical information you can understand and positive steps you can take. Your coaches won’t be shy about testing you… so don’t be hesitant about testing them!

Success as an Introvert

Joan Pastor, Ph.D., Published in The Los Angeles Psychologist, July-August 2014

Understanding the introvert and the extrovert is essential for distinguishing those personality traits which are damaging or conducive to the introvert’s success in life. That understanding is key to working with patients who exhibit high introversion to the detriment of their happiness and general well-being.

Introvert vs. Extrovert

People often assume introverts are quiet, do not like people much, are in their heads a lot, and shun group activities. Many assume extroverts are the exact opposite. In truth, the differences between introverts and extroverts have little to do with these misconceptions. Instead, it has much to do with what I call “the allocation of energy.” Individuals who are introverted tend to feel energized by their thoughts, their ideas, and internal analyses. Introverts feel more energetic and passionate about their work when the energy comes from within.

Extroverted individuals truly need and like people (Fishman, Ng, & Bellugi, 2010). Extroverts gain energy when they can interact with others; they literally take energy from their interactions. Regardless of orientation, the ultimate result of one’s social proclivity in life, introvert or extrovert, is that one feels more energized, bigger than oneself, better about oneself.

One should not blindly label an introvert as shy, socially phobic, anxiety-prone around other people, a strictly thinker- type, or overly analytical. Although some introverts do have these traits, each person is unique and must be worked with in a different way.

Is It Nature or Nurture?

Does Mother Nature decide whether you are introverted or extroverted before you are born? The answer is not clear. Genes definitely influence whether you are an introvert or an extrovert, but there is no single “introvert gene.”

One way scientists investigate this question is by studying twins. Identical twins share all their genes, while fraternal twins share only half. So far, twin studies show the effect of genes is pretty significant (Bouchard, Jr, & Hur, 1998). But it is equally clear that, as stated above, no single gene makes you an introvert. Instead, being introverted or extroverted (or both—being “ambiverted”) is the result of various combinations of genes. Research indicates introverts are extremely vulnerable to sensory overload. It has been postulated that this causes withdrawal from external stimuli, including people interaction, as a means of self-protection (Schaefer, Heinze , & Rotte, 2012; Wired Up, 2005).

Although a lot of evidence shows that introverts are wired differently from “party” animals (i.e., introverts have more activity in brain regions we use for problem-solving, making plans, and recalling events; Soglin, 1999), how individuals express their personality also may depend on where they live and how they were raised.

Coaching the Introverted Child

As a parent of an introverted child, one mistake to avoid is encouraging the child stay with their friend(s), while not addressing the anxiety he or she may feel in a large group. While we live in a social world and much of our livelihood and independence requires interacting with others, a parent could mistakenly push an introverted child into being “more social” or extroverted. This is not necessarily wrong, but it has to be done very, very carefully.

Highly introverted children need a great deal of coaching in terms of social skills, and the expectations should be set so that children feel comfortable and self-confident when they are with other people. When they do interact with others, they understand and believe that “I just happen to gain more energy from my inward thoughts, but I’m still able to interact with people in the world.”

Introverts as Leaders

Introverted people are capable of being public personas (e.g., Bill Gates, Mark Zuckerberg, J.K. Rowling). They learn to use specific skills for being “on” when they are interacting with other people. Nevertheless, key differences between introverts and extroverts are easily detected in social situations. Introverts will tire more quickly in groups of all sizes. They need much more alone time to go inward, to restore their energy, and to replenish themselves. An extroverted person can interact for much longer in social situations and with much greater enjoyment because they gain energy from people.

Some of the best leaders in the work place are often introverted. Their strength is the ability to look at situations and to think about them deeply, plan or think things through before they respond impulsively, and cultivate the strengths of both extroverted and introverted employees.

Another advantage introverts have in today’s workplace is that business is Internet/technology-based, requiring the ability to work in front of the computer for long periods. Social media is often a source of great comfort for the introvert. In the past, business was done mostly on site, in meetings, e.g., sales people generally sold in face-to-face meetings. As a consequence of advancing technology, today’s introverts can become quite successful in their own businesses.

Helping the Introvert/Extrovert

Helping introverts or extroverts involves both leading them to understand the source of their energy and examining their strengths and assisting in creating a more balanced lifestyle. Introverts need to be more socially engaged, and extroverts need to learn to withdraw and reflect.

This approach helps introverts and extroverts take advantage of their strengths and develop themselves to operate optimally in the world, while simultaneously maximizing their personal happiness and satisfaction in life.

Joan Pastor, Ph.D., is licensed in both clinical and industrial-organizational (business) psychology. For more information, please contact her through The Healthy Brain and Body Centre of Beverly Hills or JPA International, Inc. She can be reached at [email protected] or US 1-760-945-9767. Her latest book is Success as An Introvert for Dummies.

References available on request from the LACPA office, [email protected].

References

Bouchard TJ Jr, Hur YM. Journal of Personality. Genetic and environmental influences on the continuous scales of the Myers-Briggs Type Indicator: an analysis based on twins reared apart.
1998 Apr, 66(2): 135-49.

Fishman, Inna, Ng Rowena, Bellugi, Ursula. Cognitive Neuroscience. Do extraverts process social stimuli differently from introverts? 2010 Nov, iFirst, 1-7. Epub: www.psypress.com/cognitiveneuroscience DOI: 10.1080/17588928.2010.527434.

Schaefer M, Heinze HJ, Rotte M. Neuroimage. Touch and personality: extraversion predicts somatosensory brain response. 2012 Aug, 62(1), 432-8.

Soglin Becky. University of Iowa News Services. Brain activity differs in introverts and extroverts, UI study shows. 1999, Mar. epub: http://news-releases.uiowa.edu/1999/march/0329intro-extro.html.

Wired-up. Lemon juice experiment. 2005, Mar 18. Issue: 22. Note that this is an online demonstration of research published in peer reviewed journals.